1. Organizational culture: the set of shared values and norms that controls organizational members’ interactions with each other and with people outside the organization
Values: general criteria, standards, or guiding principles that people use to determine which types of behaviors, events, situations, and outcomes are desirable or undesirable

3. Look at Vision Statements
Terminal value: a desired end state or outcome that people seek to achieve (Reliability, Quality, People Orientation, Integrity)
Look at Vision Statements
Instrumental value: a desired mode of behavior
SOPs, Policies
Norms: standards or styles of behavior that are considered acceptable or typical for a group of people
Espoused Values vs Enacted Values?
Culture comprises ‘enacted values’…

4. Artifacts
Stories/Legends
Rituals/Ceremonies
Organizational Language
Physical Structure/Decor
Visible
Shared Values
Conscious Beliefs
Evaluate what is Good or Bad
Invisible
Shared Assumptions
Unconscious, taken for granted perceptions or beliefs
Mental Models or Ideals

5. Organizational Culture
Based on enduring values embodied in organizational norms, rules, standard operating procedures, and goals
People draw on these cultural values to guide their actions and decisions when faced with uncertainty and ambiguity
Important influence on members’ behavior and response to situations

6. Strong Cultures
Can be disastrous when managers or owners behave unethically
Can also be a source of competitive advantage
Facilitators of mutual adjustment in the organization
Is also a form of informal organization that facilitates working of the organizational structure

7. Transmission of Culture
Socialization: the process by which members learn and internalize the values and norms of an organization’s culture
Role orientation: the characteristic way in which newcomers respond to a situation
Institutionalized role orientation: results when individuals are taught to respond to a new context in the same way that existing organizational members respond to it
Individualized role orientations: results when individuals are allowed and encouraged to be creative and to experiment with changing norms and values

8. Socialization Tactics for Role Orientation
Tactics that lead to Institutionalized role orientation
Tactics that lead to individualized role orientation
Collective
Individual
Formal
Informal
Sequential
Random
Fixed
Variable
Serial
Disjunctive
Divestiture
Investiture

9. Stories, Ceremonies, and Organizational Language
Organization rites
Rites of passage: mark an individual’s entry to, promotion in, and departure from the organization
Rites of integration: shared announcements of organizational success, office parties and cookouts
Rites of enhancement: public recognition and reward for employee contributions

10. Organizational Rites
Type
Example
Purpose
Rite of Passage
Induction and basic training
Learn and internalize norms and values
Rite of Integration
Office New Year’s party or picnic
Build common norms and values
Rite of Enhancement
Presentation of annual awards
Motivate commitment to norms and values

11. Sources of Organizational Culture
Comes from interaction of four factors:
The personal and professional characteristics of people within the organization
Organizational ethics
The property rights that the organization gives to employees
The structure of the organization

12. Where an organization’s culture comes from?
Organizational Culture
Property Rights Systems
Organizational Structure
Characteristics of People within the organization
Organizational Ethics

13. Managing Culture Changing a culture can be very difficult
Hard to understand how the previous four factors interact
Major alterations are sometimes needed
Some ways culture can be changed:
Redesign structure
Revise property rights used to motivate people
Change the people – especially top management